Self-Leadership with Dr. Bensmann

There are moments when a vision that guided you for many years begins to lose its power. You may have achieved what you once wanted. Goals that used to motivate you may no longer create much energy. Or the old vision may still be possible, but you no longer feel drawn to it.

Welcome to a new episode of Self-Leadership with Dr. Bensmann. My name is Burkhard Bensmann. I work as a consultant and executive coach, mainly with leaders in situations of change.

This is the third episode of my four-part series on professional transitions. In the first episode, I looked at changing leadership roles. In the second, I described three signals that may indicate that your own professional passage has already begun. In this episode, I want to focus on personal vision.
“Vision and Mission” is the title of the first field in my model of the Seven Fields of Self-Leadership, and I have worked with this topic for many years. Much of this work is about developing a strong personal vision.
Today, I want to look at the opposite situation: the moment when an old vision has completed its task.

1. A vision can expire

A good personal vision gives direction. It helps you decide where to invest time and energy, and it can carry you through difficult phases. But a vision is not valid forever. The future picture you created ten years ago was created by the person you were ten years ago. Since then, things may have changed. You have changed. Your family situation may have changed. Your financial position may have changed. Your professional experience certainly has. And sometimes you simply achieve what you wanted.

I have worked with entrepreneurs and executives who reached many of their major goals. They built the company, gained financial independence or reached the position they had wanted. And then they discovered an unexpected problem. The old destination had been reached. But no new one had appeared.

2. Success can trigger a transition

We often associate professional transitions with failure, but that is only one version. Success can create a passage too. You sell your company. You hand responsibility to the next generation. You reach the top position. Or you simply notice that you no longer need to prove what once seemed so important. At that point, the inner focus changes.

For many years, the central issue may have been whether you could achieve a certain goal. Later, the more relevant issue becomes whether you still want it. I have seen successful people become irritated by their own answer. From the outside, very little appears to be wrong. The position is good. The income is good. There is recognition and influence. But internally, the old goals have lost their pull.
One common reaction is to continue within the same logic: work harder, improve the existing system, choose the next target. Sometimes that is right. Sometimes you are simply extending a phase that is already finished.

3. A personal experience

I know this situation from my own professional life. I have been working as a consultant and coach for more than thirty years. Over such a period, professional priorities change. Formats that suited me very well at one point did not always continue to do so. Topics became more or less relevant, and certain roles gradually lost their attraction.
What I found interesting was that there was no crisis. Nothing had failed. Some things had simply completed their task.
When that happened, I learned not to define the next big goal immediately. I found it more useful to create some distance first and to observe what still felt relevant.
That meant looking at the parts of my work I wanted to continue, at routines that had lost some of their meaning, at subjects that were becoming more important and at parts of my professional identity that perhaps belonged more to my past than to my future.
This is one reason I regularly use personal planning days. And it is also one reason why changing my physical environment helps me when I work on larger questions. Distance changes perspective.
Sometimes the first result is not a new vision. Sometimes the first useful sentence is simply: This part is complete.

4. To “un-vision”

Some years ago, I started using a slightly unusual English term: To un-vision. I am not sure whether an English teacher would approve, but I still find the idea useful. Before you develop a new vision, you may need to release an old one consciously.
That does not mean that the old vision was wrong. It may have been exactly right. It gave you direction, helped you make decisions and perhaps led to major achievements. You can appreciate all of that and still recognize that this picture may no longer belong to your future. For me, that is the central point. And there is a practical question connected to this idea: How can you examine your current professional life without immediately trying to design a new one?
One instrument I use for this purpose is called The Fourfold Table.

5. The Fourfold Table – What to Do, What to Stop

I describe this tool in my book Self-Leadership: The Key to Being Productive. You will find it in the section on practical tools, under the title “The Fourfold Table – What To Do, What To Stop.” The idea is quite simple. You divide a large sheet of paper into four fields. Each field represents a different decision about your current activities, responsibilities or projects.
The four categories are: Keep Doing. Do Differently. Do New. Stop Doing.

I have used this approach in coaching sessions, personal planning days and workshops with leadership teams. It helps people move from general reflections to concrete decisions. Let me briefly explain the four categories.

First: Keep Doing.

Here, you identify what still works well and deserves to remain part of your life. In a professional transition, this might include relationships you value, activities that give you energy, responsibilities you enjoy or parts of your current work that still make sense. Not everything has to change simply because you are entering a new phase.

Second: Do Differently.

This category is particularly interesting when your professional vision is changing. You may still enjoy your professional field, but no longer want to work in the same role. You may want to reduce operational responsibilities, change your working rhythm or concentrate on a smaller number of clients or projects.
The activity itself may still be relevant. What needs to change is the way you approach it. For example, an experienced executive might decide to remain connected to the company, but move from operational management to an advisory role.

Third: Do New.

Here, you collect ideas for activities that are not yet part of your professional life. Perhaps you want to explore a subject that has interested you for years. Perhaps you want to develop a new service, learn something completely different or experiment with a new form of work. At this stage, I would not immediately turn every idea into a project. In a professional passage, the value of this category often lies in identifying possibilities that have not yet received enough attention.

And fourth: Stop Doing.

This is often the most difficult category. And sometimes the most valuable one. We tend to accumulate activities, commitments and responsibilities over time. Some remain because they are genuinely important. Others continue because we have become used to them. The Fourfold Table invites you to question these routines.
Which responsibilities no longer make sense? Which projects are taking up energy without creating sufficient value? Which activities belong to a professional role you may already have started to leave? I sometimes encourage my clients to be quite radical here.
Look again at what you placed under Do Differently. Perhaps some of those activities should actually move to Stop Doing.
In my book, I compare this process with decluttering. We clear out things we no longer need to make better use of the space available. The same principle can apply to our professional lives.
And this is where the Fourfold Table connects directly with the idea of un-visioning. Before you create a new picture of your future, you may need to decide what no longer deserves a place in it. If you want to explore this tool in more detail, including practical examples and suggestions for using it individually or with a team, you can find them in my book Self-Leadership: The Key to Being Productive.

6. Create distance

If you want to renew your personal vision, I recommend changing perspective deliberately. I do this myself. Travel helps me. Walking helps me. A personal planning day outside the normal working environment helps me. Writing helps. Sometimes meditation. The particular method matters less than the distance it creates.
If your whole week is filled with the structures of your current life, it is difficult to imagine a different one. Your calendar confirms your current role. Your meetings confirm your current role. Your inbox confirms your current role. For a while, you need to reduce those signals. Not forever. Just long enough to hear some other possibilities again. I also find it useful to separate the process of reflection from the process of decision-making.
When you are still exploring your situation, you do not need to decide immediately which new professional role you want to take on. You can first examine what is already there, what still feels relevant and what may have lost its meaning. The Fourfold Table can help you structure that examination. But the questions behind it deserve time and attention.

7. Do not design the new vision too quickly

Executives are good at solving problems. So when the old orientation disappears, there is an understandable impulse to create a new one immediately. A new plan. A new target. A new five-year vision. I would resist that impulse for a while. A passage can include a period in which the future picture remains unclear. That does not mean that nothing is happening.
You can observe and collect ideas. You can talk to people and experiment with small projects. You can read outside your professional field, meet people you would normally not meet and notice where energy appears. A new vision sometimes arrives as a clear idea. More often, in my experience, it develops gradually. You recognize one element, then another. And after some time, you can see the outline. There is also a difference between creating an attractive future picture and simply replacing one set of goals with another.
If you immediately fill the space you have just created with new obligations, you may find yourself repeating the same patterns. This is why I consider the Stop Doing category so valuable. Sometimes you need to experience what becomes possible when you no longer do certain things.

8. Vision in the Bensmann Passage

Vision and Mission are important topics in my Bensmann Passage methodology.

But I do not begin every transition by asking for a new five-year vision. That may be premature. First, I want to understand what has ended, what deserves to remain and what needs to be released. It is also useful to examine the expectations that still influence decisions and to distinguish between future images that are truly your own and those that mainly come from somewhere else. This is especially relevant for senior executives because expectations can come from shareholders, colleagues, family, professional peers or an earlier version of yourself. Self-leadership means examining these expectations and deciding which ones still deserve authority over your future.
In my coaching work, I am particularly interested in helping people recognize where they still have room to make their own decisions. Sometimes that means changing direction. Sometimes it means redefining an existing role. And sometimes it means deliberately ending a professional commitment that has served its purpose. The aim is not necessarily a completely new career or a dramatic change. It is to develop a professional future that fits the person you are today and the contribution you want to make.

9. Your exercise: Use the Fourfold Table

I would like to invite you to try the Fourfold Table for yourself. Take a large sheet of paper and divide it into four sections. Write the four headings:

Keep Doing.
Do Differently.
Do New.
Stop Doing.
Now look at your current professional life. Which activities, responsibilities, projects and relationships belong in each category? Give yourself fifteen minutes for a first round. Write down your thoughts without trying to make everything perfect. You can use sticky notes, as I recommend in my book. They make it easier to move ideas from one category to another.
Then spend a little more time with Stop Doing. Look for responsibilities, routines, projects or roles that may have completed their task. Ask yourself whether you are continuing certain activities because you still want them or simply because they have become part of your professional identity.
And then add one final reflection: Which part of my old vision deserves appreciation, but no longer needs to determine my future?
Keep the Fourfold Table and look at it again a few days later. You may notice that some ideas have changed their position. Perhaps something you initially wanted to do differently should actually be stopped. Or perhaps an idea under Do New turns out to be much more important than you first thought. There is no need to finish this exercise in one sitting. You can return to it during your next personal planning day.

Closing

A personal vision should give you orientation. It should also remain open to revision. A vision that was powerful during one phase can become restrictive in the next. Recognizing this early requires self-awareness.
Sometimes the difficult part of a professional transition is not setting the next goal. It is tolerating the period before that goal becomes clear.
The Fourfold Table offers a practical way to begin this process. You can identify what deserves to remain, what needs to change, what you want to explore and what you are ready to leave behind. And perhaps you will discover that you do not need a completely new vision just yet. Perhaps the first step is to make some room.
In the fourth and final episode of this short series, I will focus on contribution: how your experience, your abilities and your interests can create relevant value in the next phase.
Until then, you may want to consider whether one part of your current vision has already completed its task.

I wish you an effective time.

Bensmann Passage

The post SL022 When Your Vision No Longer Fits appeared first on Bensmann Consulting.

Your contract still runs for another two years. You are successful in your role. There is no immediate crisis. And still, something has changed.
Another contract extension does not sound particularly attractive. Other subjects catch your attention, and your current position increasingly feels like something you can do very well, but perhaps no longer something you want to continue doing.
Does that sound familiar?

Welcome to a new episode of Self-Leadership with Dr. Bensmann. My name is Burkhard Bensmann. I work as a consultant and executive coach, mainly with leaders in situations of change.

This is the second episode of my four-part series on professional transitions. In the first episode, I asked three questions: How future-proof is my current role? How future-proof am I? And do I actually want to remain in this role? Today I want to continue from there. How do you recognize that a professional passage may already have begun? And what can you do while you still have room to decide?

1. A transition often begins quietly

We tend to recognize professional transitions by visible events. Someone resigns. A contract ends. A company is sold. A restructuring is announced. A new CEO arrives. But in my coaching work, I often see the real transition beginning much earlier. Nothing visible has happened yet. The person still performs well, and colleagues may notice nothing. But internally, the connection to the role begins to change.
From my experience, there are three signals worth watching.

2. Signal one: You identify less with your role

You know your organization, you understand the business, and you know the people, the informal rules and the history. You may still be highly respected, and because you have done the job for years, much of it has become familiar.
Then you notice something. You can see the next twelve months quite clearly, and instead of giving you confidence, that picture starts to feel repetitive.
I have seen this with experienced executives more than once. Their competence is not the problem. They can still perform the role extremely well. But internally, the role has begun to move away from them.
That distinction matters. Being able to do something does not automatically mean that you should continue doing it.

3. Signal two: Your energy moves elsewhere

The second signal is energy. Certain meetings begin to cost more energy than before. You lose patience with conflicts you have solved many times, and tasks that once interested you start to feel repetitive.
At the same time, something else attracts you. Perhaps board work. Perhaps building something of your own. Perhaps mentoring younger leaders, teaching or working in a completely different field.
I take such shifts seriously. Of course, everybody has periods of frustration. A difficult quarter does not mean that you need a new career.
But when the same pattern continues for months, I would examine it. Two questions help: What currently drains my energy? And where do I notice new energy?
I find these questions more useful at this stage than asking: What should my next job be?
That question often comes too early.

4. Signal three: Possibilities become more interesting than status

Many successful executives have spent years moving through a clear professional system: more responsibility, a larger organization, a better contract, a higher position. There is nothing wrong with that. But at some point, the criteria may change.
You start asking different questions. What else could I do? Where else could I use my experience? How much responsibility do I still want? With whom do I want to work? How much freedom do I want? And what do I definitely no longer want?
One question I sometimes use in coaching is this:

What would I seriously consider if my concerns could take a short break?

Of course, concerns matter. Financial questions matter. Your family situation matters. Risk matters. But if every new idea is immediately subjected to all possible objections, there will be very little left to examine. Open the field first. Evaluate the options afterwards.

5. Three perspectives for clarification

My model of the Seven Fields of Self-Leadership gives me a useful structure for this work. At the beginning of a professional passage, I often focus on three fields.

One is Vision and Mission.

What should the next phase of your professional life look like? Which topics deserve more of your time? With whom do you want to work? What kind of responsibility suits you? And if you looked back two or three years from now, what would make you say: That was a good phase. You do not need a complete vision at this point. An outline is enough.

Another is Skills and Self-Development.

Remove your current title for a moment. What remains? Which abilities have you built over many years? Where do others rely on your judgment? What could you contribute outside your current organization? And what would you like to learn next?
For senior executives, this is sometimes difficult because their professional identity has become closely connected to one company and one role.
A passage requires some separation. You are more than your current position.

And finally: Added Value.

For whom could your experience create value in the future? Perhaps your next step really is another operational leadership role. Perhaps it is a board mandate, selected projects, teaching, mentoring, entrepreneurship or a combination of several activities.
The question is where your competence, your motivation and a real need meet.

6. Two examples from my coaching work

Let me give you two examples. The first concerns an experienced C-level executive in an international company. His departure had been developing for some time. He had strong industry knowledge, an international network and an excellent track record. The obvious move would have been to find a very similar position quickly. But that was precisely what we wanted to examine. His previous role should not automatically become the template for the rest of his career.
So we looked backwards first. What did he want to preserve? What had given him energy? What had repeatedly frustrated him? Which situations did he no longer want? And where might his experience create value outside an almost identical executive role? Over time, his criteria became clearer.
For me, this is one lesson from such cases: After a senior executive position, speed is not automatically an advantage. The quality of the next decision depends on the quality of your criteria.

My second example is quite different. It concerns a younger member of a family business who was preparing to enter a managing-director role while an external managing director was already in place. Here, the transition was not about leaving leadership. It was about developing an independent leadership identity.
Which decisions should really become his responsibility? What were his own strengths? How did he want to lead? And how could he avoid simply copying the external managing director or fulfilling expectations connected to the family?
Different situation, but the same basic question:
How do I want to shape the next phase?

7. Recognize. Clarify. Shape.

I use three verbs for professional passages: Recognize. Clarify. Shape.

Recognize what is already changing. Pay attention to your energy and your identification with the role.
Clarify what you want to preserve and what you want to change. Look at your capabilities, relationships, options and your definition of success.
Then start shaping. Have selected conversations, explore possibilities, use your network, test ideas, develop skills where necessary and make visible decisions when the time is right.
This process is rarely linear. That is one reason I like the image of a passage.

8. Bensmann Passage

When I developed my coaching format Bensmann Passage, I had the image of an ocean liner crossing the Atlantic in mind.

You have left one harbour. The next one is still somewhere beyond the horizon. For a while, you are between two places. That is the quality I want to use.
A professional transition does not have to be treated as a problem that must be solved immediately. It can be a period of deliberate reflection and experimentation.
Bensmann Passage is mainly designed for CEOs, managing directors, owners and senior executives who want to work on such a transition before external pressure takes over. The process extends over several months and combines intensive personal coaching sessions, shorter online sprints, self-assessment and individual work between our meetings.
My Seven Fields of Self-Leadership provide the framework. We examine your vision, your energy, your capabilities, your relationships and networks, your working structures, possible future projects and the question of added value.
The objective is clarity that allows you to act.

9. Reflection questions

I want to leave you with three questions:
Which part of my current role have I already started to leave internally?
Where is my energy moving? And:
Which option may I have rejected too quickly because it does not fit my previous career pattern?

Do not force a decision. But do not ignore the answers either. A passage needs some movement. And it needs time.

Closing

This was the second episode of my four-part series. In the next episode, I will focus on personal vision. What happens when the future picture that guided you for years no longer fits? Sometimes the next phase does not begin by defining a new goal. It begins by acknowledging that an old one has completed its task. If you are currently working through such a transition, you will also find information about Bensmann Passage (https://bensmann-consulting.com/passage/) on my website.
My final question for today is: Which decision may be approaching before others make it for you?

Bensmann Passage

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL021 When Your Leadership Role No Longer Fits appeared first on Bensmann Consulting.

How secure is your current leadership role? Which parts of your job will still matter three years from now? And there is another question I find equally interesting: Do you actually want to continue in this role?
Welcome to a new episode of Self-Leadership with Dr. Bensmann. My name is Burkhard Bensmann. I work as a consultant, executive coach and professor. For more than thirty years, I have accompanied leaders and entrepreneurial people, often when something is changing: their role, their organization, their priorities, sometimes their whole professional direction.
This episode starts a short four-part series on professional transitions. Today, I want to look at the changes affecting leadership roles. In the next episode, I will ask how you can recognize that your own professional transition may already have started. Episode three will focus on personal vision. And the final episode will address the question: What will you contribute next?
So let me begin with leadership itself.

1. Leadership roles are changing

We have been talking about digitalization and new forms of organization for many years. Artificial intelligence is now accelerating some of these developments, and I am sceptical of simple predictions about what that will mean for leadership.
I do not expect AI to make leadership disappear. But I also find it difficult to believe that leadership will remain basically unchanged and that managers will simply add a few AI tools to their existing work.
What I see in my work with executives is more concrete. Certain tasks are disappearing or changing. Other tasks are gaining weight. Decision processes are changing, organizations are questioning layers of hierarchy, and expectations towards executives are rising.
Let me pick three developments.

2. Skills are changing faster

PwC published its Global AI Jobs Barometer in 2026. The report is based on more than one billion online job advertisements across six continents, and one finding caught my attention: In jobs with high AI exposure, the required skills are changing about twice as fast as in jobs with low AI exposure.
At the same time, capabilities such as judgment, creativity, empathy and leadership remain highly relevant. For me, that combination is interesting because it shows that AI does not simply make human capabilities less important. It changes which human capabilities create value.
As AI takes over more analytical, administrative and routine work, knowing something is no longer enough when a system can retrieve and process that knowledge within seconds. You still need to decide what matters. You need to understand a situation, judge risks, deal with people who have different interests and take responsibility for a decision.
For a leader, this leads to a very practical question: Which parts of my competence will still create value when AI can do more of what I currently do?
I recommend asking this question without defensiveness. Look at your actual work. Where are you applying experience and judgment? Where are you helping people make difficult decisions? And where are you mainly doing work that technology may soon handle more efficiently?

3. Hierarchies may become flatter

A second development concerns organizational structure. Gartner predicted that by the end of 2026, a considerable number of organizations would use AI to reduce management layers.
Whether the exact forecast proves correct is less interesting to me than the direction. I have observed this tendency for years. Companies try to reduce hierarchy, speed up decisions and give managers broader responsibility. AI may reinforce that development.
This could mean larger spans of control. It could mean that fewer managers coordinate more people. Some classic middle-management tasks may lose relevance. For the managers who remain, however, the role may become more demanding rather than easier.
You may have fewer routine coordination tasks, but more people to lead. You may have more decisions to make, more ambiguity to deal with and more responsibility for outcomes.
So I would ask: Would I actually want such a role?
That question is rarely included in discussions about future leadership. We usually ask whether a position is secure. We ask less often whether the future version of that position is still attractive to us.

4. Pressure is reaching the top

The third development concerns senior executives themselves.

In a 2026 survey by Dataiku and Harris Poll among 900 CEOs in eight countries, 80 percent said that their job could be at risk if their AI initiatives failed to deliver by the end of the year. I would not turn that number into a prediction, but it tells us something about expectations.
AI has reached the executive agenda. For a CEO, saying “my CIO is taking care of AI” will not be sufficient. Owners, boards and investors want answers. Where are we using AI? What value does it create? Where are we investing? What are the risks? Does it affect our business model? And are we moving quickly enough?
These questions reach executives at a time when they are already dealing with regulation, geopolitical uncertainty, demographic change and pressure on business models.
So the question is no longer whether AI belongs on the leadership agenda. The more personal question is what AI changes in your own role.

5. Three questions for your situation

I suggest looking at three questions.

The first is: How future-proof is my current role?Look at what you actually do during a normal week. Which activities are gaining relevance? Which may be automated? Which depend on organizational structures that may disappear? And where are judgment, trust, negotiation and leadership required?

The second question is: How future-proof am I? Imagine your title disappeared tomorrow. What would remain? What are you really good at? Which capabilities would still be useful in another organization or another context? Where do people already come to you for advice? And where are you relying on expertise that may lose value?

Then comes the third question: Do I actually want to remain in this role? I find this question particularly useful because we often think about professional change as something imposed on us: a restructuring, a new shareholder, a new CEO, a contract that is not extended or a technological disruption.

But external change sometimes brings something to the surface that has been there for some time. You realize that your current role still works. You can still do it. But it no longer fits you as well as it once did. Then protecting your current position may be the wrong starting point. The more interesting question may be: What do I want to do next?

6. A professional passage

This is where the idea of a professional passage comes in. I like the word passage because it describes a period between two positions. You have started to leave one point, perhaps only mentally, while the next point is not yet clear. That intermediate space can be uncomfortable, but it can also be highly productive. You have time to observe, reflect and test ideas. And you still have the opportunity to make decisions before circumstances make them for you. I have developed a coaching format around this idea, called Bensmann Passage. It is designed for executives who want to examine such a transition early, while they still have room to act.
I will say more about it in the next episode.

7. A short exercise

Before you continue with your day, take five or ten minutes and write down these three questions:
How future-proof is my current role?
How future-proof am I?
Do I actually want to remain in this role?
Do not search for polished answers. Notice where you answer quickly, where you hesitate, and which question stays with you after you have put the paper aside. That may be the useful signal.

Closing

AI will change parts of leadership. How far and how quickly will differ between industries and organizations. For your own self-leadership, you do not need a perfect forecast. You need to understand what is changing around you and what that means for your own decisions. Do this while you still have options.
In the next episode, I will look at three signals that may show you that a professional passage has already begun. And I will explain how you can start working with such a transition before it becomes an external event.
My question for you today is: What is changing in my role – and what does that mean for me?

Bensmann Passage

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL020 Is Your Leadership Role Future-Proof? appeared first on Bensmann Consulting.

How protected is your attention—really—against information overload, misinformation, and the next deepfake headline?
Are you partnering with AI consciously—or are you swinging between hype and avoidance?
And when uncertainty, polarization, and pressure rise, do you have routines that keep you grounded and capable of action?

Welcome

Welcome to a new episode of Self-Leadership with Dr. Bensmann—where we explore how mastering self-leadership helps you thrive in all areas of life, especially when the world feels noisy and unstable.
I’m Burkhard Bensmann—consultant, executive coach, and professor. I work with CEOs, entrepreneurs, and public leaders, often in demanding transition situations.
Today’s episode is based on my ebook Lead Yourself in a Crazy World: Practical Self-Leadership for CEOs, Entrepreneurs, and Public Leaders.
The core message of Lead Yourself in a Crazy World is: you can’t control the outer storm—but but you can learn to sail in it.
It’s written for the reality many leaders face right now: acceleration, fragmentation, and unpredictability—and the pressure of being expected to deliver results, stay calm, and still look optimistic while the ground keeps shifting.
In this episode, we’ll move through the book’s core structure: five concrete leadership challenges of our time—plus a compact toolbox and a simple framework: the Seven Fields of Self-Leadership.
As always, this is not theory for theory’s sake—each segment ends with small, practical moves you can test immediately.

Why this book, why now
Many leaders tell me things like: “I go through 200 emails and still feel behind,” or: “Everyone expects me to have an AI strategy, but I barely have time to think.” This world creates a risk that’s subtle: you still function, but you slowly shift from leading to reacting—until you notice you’ve lost your inner direction.
So the premise of this book—and this episode—is simple: self-leadership is no longer a private nice-to-have. It’s a board-level capability for sustainable performance.
And in my work, self-leadership means: attitudes and methods for goal-oriented leadership of oneself—based on self-awareness, self-responsibility, and self-direction.
Let’s walk through the five challenge areas.

1) Protect your mind

The first challenge is information chaos—too much input, too many channels, and a rising uncertainty about what’s real.
The book points out that AI-generated text, images, audio, and video raise the stakes: deepfakes and disinformation campaigns can directly attack trust and decision quality.
The self-leadership move here is to treat attention as a scarce strategic resource—something you actively govern, not something you surrender to your inbox and the news cycle.
The book offers three practical elements: a personal attention framework, a simple trust filter, and short clarity rituals.
Small moves for this week (one-week experiment):

Reflection question:
Where is attention leaking most in your day—and what rule would protect it without needing willpower?

2) Partner with the machines

The second challenge: AI is already in everyday work, often before leaders have had time to form a real stance—and at the same time cyber risks evolve quickly.
In the book, this shows up as a common inner triangle: curiosity, anxiety, and overload—often leading either to tech hype or tech denial.
The goal is not to become an AI engineer. The goal is to relate to AI as a leader—consciously.
Three moves are central: clarify your personal AI stance, build a minimal tech cockpit, and treat cyber risk as part of self-leadership hygiene.

Small moves for this week:

Reflection question:
Where would a clearer AI boundary reduce stress immediately—without reducing performance?

3) Steady in the storm

Challenge three is the polycrisis: overlapping disruptions—geopolitics, regulation, climate risks, tech shocks—creating permanent instability.
In that environment, many leaders shrink their time horizon and respond with more control, more reporting, more firefighting—while fatigue rises.
The self-leadership focus is keeping an inner compass in unstable conditions.
The book highlights three practices: distinguish concern from influence, use mission/vision/values as living tools, and establish decision routines under uncertainty.

Small moves for this week:

Reflection question:
Which decision are you delaying because you want certainty—when you actually need a routine for “good enough”?

4) Stay grounded in a polarized world

Challenge four: polarization, outrage dynamics, and fragile trust. Leaders can feel that one misstep becomes a public storm, which tempts them into vagueness—or into defensive communication that disconnects them from their own values. The book frames the antidote as inner stability and clarity of stance.
Three supports: define your personal police line (or non-negotiables), train inner distance to outrage dynamics, and practice respectful, clear communication under pressure.

Small moves for this week:

Reflection question:
Where are you currently “performing leadership” instead of speaking and acting from a clear inner line?

5) Take care of the instrument – yourself

Challenge five is exhaustion and alienation—leaders functioning while slowly losing themselves. The book describes typical drivers: always-on culture, blurred boundaries, continuous crisis mode, permanent evaluation—and rising burnout symptoms.
Here, self-leadership becomes very concrete: treat body, soul, and mind as your core instrument.
The book emphasizes body rhythms, inner narratives and self-efficacy, meaning as “flow between life areas,” and the courage to rest and say no.

Small moves (a four-week rhythm):

Reflection question:
What would change if rest was treated like strategy—scheduled, protected, and non-negotiable?

Toolbox + the Seven Fields framework

After the five challenges, the book provides a short toolbox—practical tools like drafting your mission, creating a personal vision, a relevance check, a media diet, an “AI radar,” a personal planning day, and a “mental immune system” with micro-practices.
To integrate everything, it introduces the Seven Fields of Self-Leadership: Vision/Mission, Body/Soul/Mind, Competencies/Self-Development, Co-workers/Partners/Networks, Processes/Structures, Projects/Products, and Added Value.
A simple self-check is suggested: once or twice per year, rate each field from 1 to 10, pick two priority areas, and define small concrete actions—then repeat to observe patterns over time.
This turns self-leadership into a renewable practice – a system you revisit and refine.
Hint: You can use the episode SL002 “Control Yourself with the Seven Fields of Self-Leadership” (https://bensmann-consulting.com/sl002-the-seven-fields-of-self-leadership/) as well.

Small move for tomorrow:

Closing

You cannot slow down the pace of global change, and you cannot fix deepfakes, geopolitics, or polarization on your own. So take one sober step: analyze what you can change—and what you cannot—and then focus your energy on the few things that are truly within your power. You can protect your attention, clarify your mission and stance, partner with technology consciously, care for your instrument, and build structures that support what matters—this is self-leadership in a crazy world.
If you want to dig deeper, use the book Lead Yourself in a Crazy World as a practical guide—and pick the chapter that matches your current pressure point.
This was today’s episode of Self-Leadership with Dr. Bensmann.
Before you move on, write down one small step you will actually take this week—just one—and schedule it.

Purchase 
as ebook 
or print version here.

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL019 Self-Leadership in a Crazy World appeared first on Bensmann Consulting.

How often do you start your day already in reaction mode—before you’ve even worked on your most important topics?
Which information around you is truly reliable—and what is simply loud, emotional, or manipulative?
And: Are you already using AI as a productive partner—or is it mainly creating additional pressure because everyone expects you to have “a clear AI strategy”?

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive in all areas of our life.
I’m Burkhard Bensmann—a consultant, executive coach, and professor. I work with entrepreneurial people in Germany and abroad, mostly in demanding transition situations.
As an executive coach and consultant, I’ve been working very intensively on the topic of AI for the past two years. One element of my coaching system is: AI impulses for CEOs, owners, and managing directors. AI is both a blessing and a curse—and we have to learn how to make it work for us. AI should help us focus and keep the essential things in view.
That’s why today’s episode is about a core question of effective leadership: How do you lead yourself when the information stream never ends, when AI increases the speed—and at the same time the risks of disinformation and deepfakes grow?
In this episode, I’ll take you on a practical walk-through of three building blocks—with reflection questions.
By the way: Because of this topic, I wrote a new, very compact book in English around the turn of the year.
Title: Lead Yourself in a Crazy World. The suggestions here refer to the content of the book—where I add to them and go deeper. At the end of the podcast, I’ll share a brief note about it.

So—let’s get to the topic of this episode: Focus instead of constant stress.

Many leaders experience this already before 9 a.m.: emails, chats, groups, news, internal issues—and before the “real work” even begins, the mind is already full.
On top of that: content has not only become more complex—it has become harder to assess, because AI can generate text, images, audio, and video that look authentic. From my perspective, 2026 will be the year when deepfakes become a central problem.

So the first building block I want to talk about is: Protect your mind—because attention is a strategic resource.
The second: Create a simple trust filter that keeps you capable of acting.
And the third: Become a conscious user of AI—with smart use and necessary boundaries.

Let’s start with the first one.

“Focus rules” are your personal, deliberate set of rules for when information is allowed into your awareness—and when it isn’t. They define how you deal with emails, chats, news, and meetings so you can reliably regain thinking time for what matters.
The point is not to get less input, but to regain control over timing and channels.

If your day consists of dozens of interruptions, you don’t just lose time—you lose mental space for strategic decisions.
And that’s exactly what leaders are paid for: setting priorities, giving orientation, making decisions that hold up.

When during the day is the mental noise strongest for you—morning, afternoon, evening? And what creates it: meetings, email, messenger, news, social media?

And if you want to test this: not as a new big project—but as an experiment.

Now let’s move to the second building block.

You don’t need perfect certainty. You mainly need a practical filter that answers the question:
“Does this information deserve my attention—and possibly an action?”

Deepfakes and coordinated disinformation attack trust—in people, institutions, markets. (Or they build on distrust.)
And in day-to-day leadership, one false trigger is enough to set off unnecessary escalations—internally or externally.

Before you forward or react to critical information:

Think of three “critical pieces of information” (articles, claims, social media posts) from the last six months that influenced you.
Could you verify them independently—or did you rely on gut feeling?
Were you drawn more to negative news?
What feelings did these pieces of information trigger in you?
(Media diet!)

Key line: Don’t believe everything you think! (Source unknown…)

For global topics and your industry, choose three to five high-quality sources—and decide deliberately which “rumor channels” you consistently ignore. (That came up recently in a conversation with an acquaintance.)
It sounds simple—but it reduces complexity.

AI is not only a technology topic. It changes trust, decision quality, and the personal risk profile of leaders.
Many experience curiosity and overwhelm at the same time—and then slip into two extremes: tech hype or tech avoidance.
As I mentioned earlier: part of my coaching system for top leaders are my AI impulses—tailored by me to the needs of my clients.

You don’t need to become an AI engineer. But you do need a clear, reflective relationship with AI in your role.
Otherwise, tools and expectations will push you around—and that’s again reaction mode.

Which task in your daily work would you most like to support with AI—and which would you never hand over because it is too sensitive?

Many underestimate the impact of small routines that bring your inner control center back online.

And yes—I want to come back to my new compact English book Lead Yourself in a Crazy World.
Because developments—especially in the AI context—are currently moving so fast, I published the book quickly. It’s still “warm.” You can find it on Amazon as an ebook and in print. I’ll put the link in the show notes. The book includes:

Self-leadership in the age of AI does not mean exposing yourself to every influence uncritically. It means protecting your attention, filtering information better, and using AI consciously as a tool.

Thank you for tuning in to *Self-Leadership with Dr. Bensmann*. My mission is to empower leaders like you to not just survive, but thrive. 

 If this episode was helpful, feel free to share it with someone who also wants “focus instead of constant stress.”
And before you move on: write down one small step you will truly implement this week—so insight turns into practice. Until next time, stay strong and lead yourself well!

Yours, Burkhard Bensmann.

Purchase
as ebook
or print version here.

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL018 Focus Instead of Constant Stress appeared first on Bensmann Consulting.

How ready is your team for the next wave of change—AI, new regulations, shifting markets?
When priorities collide, do you know which skills you should focus on first?
Where are you and your team already strong, and where could you use an upgrade?

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive in all areas of our life.
I’m Burkhard Bensmann—a consultant, executive coach, and professor. I work with entrepreneurial people in Germany and abroad, mostly in demanding transition situations.
Today, I invite you to sharpen your own future skills. When I say “future skills”, I don’t mean buzzwords. I mean core abilities you need now and tomorrow—very practical tools you can use in real change situations.
In this episode, I’ll walk you through six selected fields—six future skills that leaders need to master. I’ll explain what each field is, why it matters, and how you can start with small, concrete steps right away.

As a consultant and executive coach, I regularly ask myself: given changing conditions, which abilities really matter? And do we need new skills—or are we simply renaming old ones? Many so-called “future skills” were already essential in the past. They just become more visible when pressure rises.
For this episode, I looked at recent studies from McKinsey, Deloitte, MIT and the Institute for the Future, and then compared them with what I see every week when coaching leaders and teams.
I’ve also been working on self-leadership as a core topic for many years, and I’m pleased that its importance is now widely recognised.
The six fields I’ll share show up again and again—in research and in practice. They connect individual capability, team performance, and the ability to shape change actively rather than just react to it. Let’s start with the first field.

1. Self-Leadership

What it is

Self-leadership is the foundation. It is the set of attitudes and methods you use to lead yourself in a goal-oriented way.
In concrete terms, it means you deliberately steer:

Instead of only reacting to your calendar, emails, and other people’s expectations, you make active decisions: What is truly important today? Where do I say yes—and where do I say no? If your inner direction is unclear, even the best tools and methods won’t help you much.

Three aspects are central here:

Why it matters

Everything else builds on this field. When you are clear about your purpose and you manage yourself well, you’re more resilient—and you upgrade all other skills faster.

Small moves for this week

Reflection question

When was the last time you consciously paused and checked a decision against your values? What guided you?

What it is

In an age of uncertainty, the ability to recognise complex problems and work through them systematically is crucial. You can recognise complex problems by several signs:

In these situations, intuition alone is not enough—you need thinking tools.

Key elements include:

Why it matters

When markets, regulations and technologies shift quickly, guessing is not enough. You need to design solutions with others, adjust as new information appears, and avoid wasting energy on rework.

Small moves for this week

Reflection question

For which upcoming decision is it worth asking now: “What could go wrong—and what can I influence today?”

What it is

Digital competence has become a basic requirement—from confident use of tools to working with artificial intelligence. This does not mean you must become a programmer. It means you are able to organise your work with digital tools so that you:

It also means you realistically assess the opportunities and risks of AI.

Three pieces are important:

Why it matters

New tools appear every month. Being digitally fluent means you can select what really fits, collaborate with AI instead of fighting it, explain your process, and keep your work and your team compliant.

Small moves for this week

Reflection question

Which digital or AI tool could you deliberately test this week—and what do you need to discuss in your team about data protection and ethics?

What it is

Collaboration and communication are at the heart of effective leadership.
In times of decentralisation and diversity, depth matters: as a leader, you need to share information in a way that others truly understand what’s at stake and can contribute—across locations, hierarchies, and cultures.

Good collaboration shows up when:

This is closely linked to what we call psychological safety.

Key elements in this field:

Why it matters

Open, honest conversations keep teams moving. When everyone is included and feels safe, you get better ideas, faster learning and stronger buy-in for decisions.

Small moves for this week

Reflection question

In which meeting tomorrow could you deliberately make space for more diverse opinions—and how will you handle conflict constructively?

What it is

Learning agility is more than attending training courses. It is the ability to continuously turn new experiences into insights—and then adapt your behaviour accordingly.

Adaptability means you don’t cling rigidly to routines you once established. You’re willing to change your approach when conditions change or when better ways become visible.

Two aspects are central:

Why it matters

Your value rises when you can learn quickly and adapt to whatever comes. That’s true for individuals, teams, and whole organisations.

Small moves for this week

Reflection question

What small experiment could you start this week to strengthen your own learning ability—or your team’s?

Signal you’re improving

You reach valuable insights faster, and you can name concrete experiments that changed the way you work.
One company I mentored introduced weekly micro-experiments and used them to launch products faster with less risk.

What it is

Success happens when good ideas are consistently turned into action—and when teams consciously focus on opportunities. This field is about moving from thinking to doing—in an entrepreneurial way. Not every idea becomes a big project, but good ideas get a fair chance to be tested.

Entrepreneurial execution means:

At least two components:

Why it matters

Trying new things is good—but only if you can also deliver. Opportunity without execution is just talk; execution without fresh ideas means you risk falling behind.

Small moves for this week

Reflection question

How often do you actually translate new impulses into practice? Which idea could you test as a small prototype in the next two weeks?

Keep the six field names visible:

Use them as a simple weekly checklist for your own development and for your team.

You can also integrate a check of your future skills into your annual personal planning day—your own yearly strategy retreat with yourself.

As you think about these six fields, consider three short questions:

Future skills are not a fashion. They are everyday abilities you and your team can build step by step.

Start with self-leadership. Make more conscious decisions. Establish rituals of reflection.  

This was today’s episode of Self-Leadership with Dr. Bensmann.
If you found this useful, share it with someone who leads a team.
And before you move on: write down one small step you will actually take this week to strengthen your future skills.

If you want to improve your Self-Leadership: use my book “Self-Leadership. The Key to Being Productive” (second, revised and expanded edition, 2025).

To purchase the book:

BoD Bookshop

Amazon

and your local bookstore!

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL017 Future Skills appeared first on Bensmann Consulting.

The way we learn is changing. Alternative learning platforms like Coursera, LinkedIn Learning, and even YouTube are flourishing. How are universities responding?

Artificial intelligence – both as a learning tool and as a disruptor of graduate employment – is challenging the traditional value of a university degree. What does this mean for business careers?

Do universities need to reinvent themselves? Let’s ask an expert.

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive across all areas of your life.
My name is Burkhard Bensmann. As a consultant, executive coach, and professor, I support individuals in navigating the complexities of leadership and personal growth.

My guest today is Professor Dr. Frank Ziegele, Managing Director of the CHE Center for Higher Education and co-author of the book Authentic Universities. We talk about the following topics:

The future of universities: Despite the rise of platforms like Coursera, LinkedIn Learning, and YouTube, universities still have a future – but only if they adapt and redefine their identity.

From tradition to transformation: The old assumptions of disciplines, lecture halls, and linear study paths are dissolving. Universities must embrace lifelong learning, interdisciplinarity, and new modes of knowledge transfer.

Authentic Universities: Ziegele explains why universities need to build on their authentic strengths while selectively adopting transformative trends. This will lead to greater diversity, from “guidance universities” to “grand challenge universities.”

Artificial Intelligence: AI is both a tool and a disruptor. Universities must integrate AI into teaching and prepare students for careers where human-AI co-production will be the norm.

Future skills: Beyond disciplinary expertise, students must develop skills in collaboration, critical judgment, and transformation management. Challenge-based and interdisciplinary learning will be key.

Leadership in higher education: University leaders today must act as managers and change agents. Peer-learning programs, like those run by CHE, help vice presidents and deans build networks, share experiences, and strengthen their leadership.

Impact on business and society: Medium-sized companies can benefit from partnerships with universities, from applied research to talent development and regional innovation ecosystems.

This conversation highlights why self-leadership is essential for navigating change—whether in academia, business, or personal growth.

https://www.che.de/en/2025/a-future-proof-university-must-be-an-authentic-university/

Intro, bridge, and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL016 Learning in the Age of AI appeared first on Bensmann Consulting.

Who are the people you can really count on?
Which relationships give you energy—and which quietly drain it?
Do you deliberately invest in your network, or do you just let it “happen”?

In this episode, we dive into the fourth field of my Seven Fields of Self-Leadership model: Coworkers, Partners, and Networks.

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive across all areas of your life. My name is Burkhard Bensmann. As a consultant, executive coach, and professor, I focus on helping individuals navigate the complexities of leadership and personal growth.

Self-leadership is not isolation. It is about building meaningful, reliable, and energizing connections—while also learning to prune relationships that no longer serve your mission. We’ll explore three perspectives: coworkers, partners, and networks. Then I’ll share a set of practical mini-tools and reflections that you can try this week.

Let’s begin with coworkers—the people you spend hours, days, often years with.

The historian Yuval Noah Harari, in Homo Deus, argues that Homo sapiens conquered the world not because of superior intelligence or better tools, but because of our unique ability to cooperate flexibly in large groups. That skill is as relevant in your daily work life as it was for our species’ survival.

But effective collaboration doesn’t just “happen.” It requires:

Ask yourself:

Peter Senge, who introduced the concept of the “learning organization,” emphasizes that sustainable organizations are built on open communication, shared visions, and collective learning. In that sense, a team is not a hierarchy of command and control—it is an ensemble, like a jazz band, where each player brings their own strengths while listening carefully to the others.
A well-led coworker relationship creates energy and resilience. It turns the daily grind into a space of shared learning. But if mutual respect and safety are missing, collaboration quickly becomes a drain on motivation. So here is the key message:
Your effectiveness as a leader is always linked to the effectiveness of your coworkers. Invest in those relationships deliberately, not just functionally.

Now, let’s move to partners—whether business partners, project collaborators, or your closest personal relationships. No one creates lasting impact alone. Successful leaders know their own strengths, and—just as important—they know their blind spots. The most effective partnerships are those where complementary skills and qualities come together.

Think about it:

Partnerships, however, don’t run on autopilot. They require trust, reciprocity, and clarity.
Trust is built through reliability—doing what you say you will do.
Reciprocity means not keeping score, but ensuring that the flow of support goes both ways.
And clarity means being honest about roles, boundaries, and expectations.
From my interviews with leaders, I’ve heard a recurring regret: not clarifying expectations with their closest partners early enough—especially with co-founders or even life partners. Ambiguity creates frustration. Clarity creates freedom.

So, ask yourself:
Have you had the conversations that matter most?
Are the rules of engagement with your partners explicit—or just assumed?

Strong partnerships are not about dependency. They are about synergy. When complementary strengths come together with clarity and trust, the result is resilience—and often, surprising creativity.

Finally, let’s turn to networks. We live in a world that celebrates being connected everywhere, all the time. But more is not always better. In fact, in the digital age, the challenge is not access—it’s filtering. Effective networks are not built by collecting contacts like trophies. They are built by choosing relevance, by investing in depth over breadth.

Ask yourself:

The author Cal Newport warns us about the “insidious” design of social media platforms. They are engineered to keep us hooked, convincing us that if we’re not constantly present, we’ll miss out. That’s why leaders must evaluate digital networking with a strict cost-benefit lens:
Does this platform, or this connection, actually help me succeed and flourish?
If not, it may be time to step back.

One executive I worked with found relief simply by setting time boundaries: he checks LinkedIn only once a day, at lunchtime. That simple limit preserved focus while still keeping him connected. But remember: networking is not just about what you take—it’s about what you give. True leaders share what they’ve learned, mentor others, and become reliable nodes in their networks. This is what creates long-term trust and reputation.

So ask yourself:
In your networks, are you mainly a consumer—or also a contributor?

Here are three practices you can experiment with this week. Try them, and see what changes:

Let’s bring it together. Self-leadership is not self-optimization in isolation. It is about weaving yourself into a fabric of meaningful relationships—coworkers, partners, and networks—that amplify your strengths, challenge your assumptions, and safeguard your resilience. So, this week, I invite you to reflect on three questions:

Remember: networks don’t just expand your reach. They help you stay grounded, supported, and resilient in the long run.

And here’s the closing challenge:
What one relationship deserves your deliberate investment this week?
Strong connections are not built overnight. They are built through daily choices—through the way you show up, the clarity you create, and the respect you demonstrate.

That’s the essence of the fourth field of self-leadership: Coworkers, Partners, and Networks. If you found today’s episode valuable, share it with someone who should think about their Coworkers, Partners or Networks.

And if you are looking for active support, contact me through my website or by email to [email protected] and inquire about a Deep Dive Session.

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL015 Create Strong Connections appeared first on Bensmann Consulting.

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive across all areas of your life. My name is Burkhard Bensmann. As a consultant, executive coach, and professor, I focus on helping individuals navigate the complexities of leadership and personal growth.

⸻

The word comes from the Latin relevare – “to lift up, to highlight.” Something is relevant if it should stand out compared to other things because it is important for a goal, a situation, or a decision. In a sea of information, our relevance filters determine where we direct our limited attention. Without them, we would be overwhelmed. And here is my key point: relevance is not an abstract idea. It is a practical, everyday capability. Leaders who fail to recognize relevance run the risk of remaining in a constant reaction mode – instead of shaping and directing.

⸻

The ability to determine what is relevant has always been crucial. But under current conditions, it has become dramatically more important:

• Information overload – we live in permanent overstimulation.

• Density of crises – pandemic, geopolitical tensions, climate change, technological disruptions. Everything seems to demand attention at once.

• Rising expectations – employees expect clarity, priorities, and orientation.

⸻

To understand relevance, it helps to take a look at the brain. From the perspective of Neurobiology: In the limbic system – especially in the amygdala – stimuli are evaluated for significance. Threats are prioritized immediately. Reward signals and social cues also receive preferential processing. Neurotransmitters such as dopamine act as amplifiers. And from the perspective of Psychology: Relevance is always subjective. It depends on:

• our goals,

• our values,

• our experiences.

To give you an example: Someone who values innovation will quickly notice opportunities and creative impulses. Someone focused on security will immediately detect risks.

⸻

Yes. While we are born with basic biological patterns, we can train our competence in recognizing relevance.

The 3×3 Framework for Training Relevance

1. Attention – Sharpening Perception

2. Reflection – Guiding with Purpose

3. Action – Designing for Focus

By training attention, self-reflection, and cognitive control in concrete, small steps, leaders can build a solid foundation for better relevance decisions.

⸻

Reflection impulse for you – In the coming days, ask yourself:

• What are the truly relevant issues for my organization in the next 12 months?

• How do I recognize that something is relevant – and not just urgent?

• Where am I currently being distracted by only apparent relevance?

⸻

Relevance is not a side issue. It is part of the core architecture of effective leadership. Leaders who fail to grasp what is truly relevant risk being consumed by noise, urgency, and endless activity. They might be busy, but they are not impactful. Those who sharpen their ability to recognize and convey relevance provide something invaluable: orientation. And orientation is what people look for in times of complexity and uncertainty. It helps teams focus, reduces stress, and builds trust.

⸻

This was today’s episode of Self-Leadership with Dr. Bensmann. If you found inspiration here, I would appreciate it if you share the podcast with others. And perhaps you want to jot down right away: What was truly relevant for you in this episode?

And if you are looking for active support, contact me through my website or by email to [email protected] and inquire about a Deep Dive Session.

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

The post SL014 Recognizing Relevance appeared first on Bensmann Consulting.

When was the last time you truly embraced change – without resisting, doubting, or delaying?
Have you ever found yourself clinging to routines, even when they no longer serve you?
And what would it mean if transformation wasn’t something done to you – but something you actively choose? This episode is about a critical leadership capacity: transformation openness. Not blind flexibility, not chaos, but a grounded, intelligent openness to change that starts with self-leadership.

Welcome to a new episode of Self-Leadership with Dr. Bensmann, where we explore how mastering self-leadership helps you thrive across all areas of your life.

My name is Burkhard Bensmann. As an acknowledged expert for Self-Leadership my clients are decision-makers, leaders, and CEOs. With tailor-made interventions I am helping them navigate the complexities of leadership and unlock their personal growth potential.

In today’s episode, we’ll look at a powerful yet often misunderstood quality for which I have coined the term transformation openness.

We’ll explore:

• Why this openness matters more than ever—especially in times of complexity and disruption,

• What current psychological theories teach us about the stages of inner change,

• How resistance and fear are normal parts of any growth process, and

• I explain my five-phase model I suggest to help you understand and actively cultivate transformation openness.

We’ll also address a word of caution—because even transformation can be overdone.

Let’s start with the “why.” The world is not just changing – it’s transforming. Old structures collapse. New technologies emerge. Leadership roles are being redefined almost weekly. So here’s the truth:

What you need is not just the ability to manage change, but the mindset to engage with it intentionally. Transformation openness is the inner readiness to notice, interpret, and respond to change – without falling into panic or paralysis. Think of it like sailing. You can’t control the wind – but you can adjust your sails. Transformation openness is the skill of adjusting your sails with clarity and confidence.

Modern psychology offers us several helpful models of how change really happens –inside a person. One widely researched theory is the Transtheoretical Model by Prochaska and DiClemente.
It describes change as a process with distinct stages – from denial to contemplation, to preparation, action, and finally integration. Change isn’t linear – it loops. You may relapse. You may resist. That’s human.

Another insight comes from Acceptance and Commitment Therapy (ACT).
Here, the idea is not to eliminate discomfort—but to act in alignment with your values, even when fear or uncertainty show up.

And then there’s self-efficacy, a term coined by psychologist Albert Bandura.
This is your belief that you can create change, even under difficult conditions. It’s the internal voice that says: “This is hard, but I’ll figure it out.”

Together, these theories tell us: You don’t need to love change. But you need to work with it—intentionally and flexibly.

Based on these theories and my coaching experience, I suggest a simple but powerful model. I call it the Five Phases of Transformation Openness. This model is a pragmatic integration of some of the most effective approaches I’ve encountered. It doesn’t claim to reinvent the wheel – rather, it stands on the shoulders of giants. I’m deeply grateful for the foundational work of those who have shaped our understanding of transformation, mindset, and human development.

Graphic created with ChatGPT

Phase 1 – Denial and Resistance
“This can’t be happening. I don’t want this.”

This is the moment when your inner system slams on the brakes. It’s a deeply human, protective response—often rooted in fear, uncertainty, or past disappointments. You might find yourself avoiding conversations, pushing back emotionally, or mentally retreating into old patterns.

Your task here is not to force change. Instead, create emotional safety—for yourself or your team. Slow down. Be present. Ask yourself:

“What exactly am I afraid of losing?”
“What part of me is resisting—and what is it trying to protect?”

This is a powerful moment to use techniques like reframing or anchoring. They help you gently shift your perspective—without denying your emotions.

Phase 2 – Ambivalence and Awareness
“This might be necessary—but I’m torn.”

Here, a new awareness begins to surface. You’re no longer fully resisting, but you’re not committed either. There’s a tension between the pull of the familiar and the whispers of what could be. This is the ideal time for guided reflection. Clarify your values. Ask yourself what truly matters. Imagine alternative futures—not in spreadsheets, but in mental images.

One practical tool is timeline work: Visualize your future self one year from now. What are they doing? Feeling? Creating? Or try working with metaphors—like the “inner journey” or “crossing a threshold.” They activate deeper insights.

Phase 3 – Decision and Preparation
“I’m ready to engage—but how?”

This phase is where clarity kicks in. There’s an internal “yes.” You recognize: It’s time to move. But now the challenge is: What’s the plan? Is the decision aligned with who I truly am?

This is where the ecology check becomes crucial. Ask: “Does this decision feel congruent in my body?” “Do I have the energy, support, and internal permission to act?” Develop a simple, flexible roadmap—one that honors your identity and doesn’t create overwhelm.

Phase 4 – Action and Integration
“I’m in it. I’m doing the work.”

This is the “messy middle.” The phase where vision meets reality. You’ve moved into action—but now you’re learning, adapting, and often stumbling. That’s exactly how transformation works.
The key is: tiny rituals, feedback loops, and peer support. Whether it’s a morning check-in, a 10-minute journaling habit, or weekly coaching—small systems hold the change in motion. Remind yourself: This is not about perfection. It’s about momentum.

Phase 5 – Reflection and Identity Growth
“I’m not the same person I was.”

This is the quiet, often surprising moment when you realize: something shifted. You not only survived the change—you’ve internalized it. It’s now part of who you are. Take time to pause and reflect: “What did I learn—not just about the situation, but about myself?” “What strengths emerged that I didn’t know I had?”

This is where change becomes identity-based.
You no longer “do transformation”—you embody it. And that gives you confidence for the next cycle.

Now, just like any powerful medicine, transformation openness has side effects. Here’s your leadership “warning label”:

Warning 1: Too much openness can destabilize you.
“If you’re constantly adapting, you may lose your inner compass.”

Being open to change is powerful. But if you’re always adapting to your surroundings, constantly shifting priorities, or chasing every new trend, you risk disconnecting from your core.
I’ve seen this in leaders who try to meet every expectation—only to feel exhausted and directionless.

Stay rooted in your values and long-term vision.
Ask yourself: “What do I want to stay true to—even in times of change?”

Your transformation should be guided by identity, not by urgency.

Warning 2: Don’t confuse openness with over-compliance.
“Just because change is trendy doesn’t mean it’s right for you.”

Sometimes people confuse openness with obedience. They say yes to every initiative, every new tool, every reorganization—just to appear flexible.
But that’s not transformation. That’s submission. And it can damage your integrity.

Practice mindful selectivity. Ask yourself: “Is this change aligned with my purpose—or am I just trying to fit in?”

Being truly open includes the courage to say no.

Warning 3: Resistance is not the enemy.
“Trying to eliminate fear or skepticism too quickly can backfire.”

We’re often told to “overcome resistance.” But in my experience, resistance is a form of intelligence.
It’s your system saying: “Wait. Something feels off.”
Maybe the timing isn’t right. Maybe your needs weren’t heard. Maybe your values are being challenged.

Respect resistance.
Instead of pushing it away, get curious: “What is this resistance protecting? What needs to be acknowledged or renegotiated?” Wise leaders listen to resistance before leading through it.

Warning 4: Transformation is not a race.
“Pauses, rest, and reflection are essential.”

In our fast-paced world, even change has become a competition. But sustainable transformation needs time. It needs space. Growth is not linear. It includes setbacks, pauses, and integration periods.

Build in recovery cycles.
Protect time to reflect. Honor the transitions between phases—not just the milestones.

Stillness is not a delay. It’s a dimension of change.

Think of this as the “informed consent” of transformation work. Real change is possible—but only when it’s honest, embodied, and self-led.

So—let’s bring this all together. You’ve just heard a practical framework, a map for navigating the inner terrain of transformation openness. But what does it mean for you—today?
This is where insight meets action. Because reflection without movement leads to stagnation. And action without reflection leads to misalignment. So here’s how you can begin, right now:

1. Notice resistance – name it, explore it.

Think about a current change you’re facing—maybe at work, in your role, or in your private life.
Where do you feel tension? Avoidance? Fatigue? Instead of pushing it away, pause and investigate: “What am I afraid of losing?” “What part of me wants to stay where I am—and why?” Remember: resistance is not a flaw. It’s information. It’s a signal worth decoding.

Try this: Write down your top three resistances. For each, ask: “What is this trying to protect?”
This simple act turns fear into insight.

2. Clarify your values – they are your compass.

Transformation without orientation can be dangerous. That’s why your values are not optional—they’re essential.

Ask yourself: “What do I want to stay loyal to—regardless of change?” “What do I stand for, even when the environment shifts?”

Try this: Choose three values that truly guide you. Then ask: “How visible are these in my current decisions?”

This step roots your transformation in identity—not just in trends.

3. Prepare for action – even small steps matter.

You don’t need a 10-year plan.
But you do need momentum—and that starts with micro-movements. What’s one shift you’ve been postponing? One habit, one conversation, one experiment?

Try this: Define one concrete step for the next 48 hours. Keep it small. Then commit to it publicly—or at least to a trusted peer.

This turns openness into action.

4. Respect your rhythm – change doesn’t have to be rushed.

We often feel pressured to transform fast. But meaningful change follows its own rhythm—like breathing, like seasons. You need moments of rest and recovery just as much as moments of sprinting.

Try this: Build a pause into your week. A walk. A journaling session. A quiet morning without screens.
Don’t just move—integrate.

Because growth isn’t always visible. Sometimes, it’s underground.

5. Stay in dialogue – with yourself and trusted others.

Transformation thrives in connection. You don’t have to figure this out alone. Share your thoughts. Ask for feedback. Invite perspective. Talk to a mentor, a coach, or a peer who challenges and supports you.

Try this: Reach out to one person this week and say: “I’m reflecting on some changes. Can we talk about this over coffee or Zoom?”

Openness grows when we open up.

And if you are looking for active support, contact me through my website or by email to [email protected] and inquire about a Deep Dive Session.

Intro and outro music: excerpt from “Almost Original (Instrumental)” by Joakim Karud
https://soundcloud.com/joakimkarud
Originally made available for credited use via Joakim Karud / Audio Library.

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